Kellogg brings bold ideas to the table, and we gather the people who can affect change. The world knows us for combining the power of analytics and people. This is what we teach. This is how we equip leaders to think bravely.

Whichever program you choose, you will enjoy an unparalleled education, taught by our exceptional faculty and grounded in the unique Kellogg culture. Regardless of the path, your destination remains the same: a world-class management education.

Kellogg offers courses, such as Advanced Management Programs, to help professionals improve leadership, strategic and tactical skills and develop cross-functional understanding of organizations. Learn to overcome new challenges in a dynamic environment, to scale and work effectively on a global platform, and to build a common leadership culture.

Kellogg prepares you to meet the challenges of the global economy with an expansive, fully informed view of the world along multiple dimensions: through our curriculum, the diversity of our faculty and student body, and through our global presence. Prepare here to succeed anywhere.

The global economy is changing rapidly. Innovations and new methods of collaboration are expanding every day. These changes require leaders to think in new ways and understand the real-world application. Kellogg is at the forefront.

From day one, Kellogg students become part of a global network of 55,000 entrepreneurs, innovators and experts across every conceivable industry and endeavor. Our alumni exemplify excellence in management. They represent the advantage of the Kellogg experience.

Harold Sirkin is a Senior Partner and Managing director at the Boston Consulting group in Chicago, IL. He received his Masters of Business Education from the University of Chicago, as well as his Bachelors of Science in Economics from the Wharton Business School at the University of Pennsylvania. He has authored two books and numerous articles and columns in such publications as the Harvard Business Review, Business Week and Time.

International Growth Lab (INTL-931-0) International Growth Lab offers students from Kellogg and its overseas business school partners an opportunity to work together on growth strategy projects for international organizations. This four-month experiential learning course blends traditional classroom learning with real-world problem solving, client service and cross-border teamwork. Under the supervision of a Kellogg faculty member, teams of 4-6 Kellogg and partner school MBA students work directly with senior management teams to devise market-based growth strategies for their companies. The course has three primary educational objectives. First, it allows students to apply their management skills and experience to a practical, real-world growth challenge facing an international business. Second, the course is intended to deepen students’ understanding and appreciation of international markets, business practices and cultural norms. Finally, Growth Lab offers students the chance to continue developing their teamwork and analytic problem-solving skills in a cross-cultural context.
Students who enroll in International Growth Lab must be free to travel over spring break and after taking spring quarter finals. They must also be available for team check-ins on Sunday nights and Monday mornings.

Once upon a time, globalization was viewed as a one-way street – multinational companies from the developed world (North America, Japan and Western Europe) used very low cost labor (less than $1 per hour) from the developing world to produce parts and products at substantially lower costs. As the multinationals were outsourcing production to low cost locations, they were also inadvertently teaching entrepreneurs in those countries to produce products with higher quality and lower costs as well as how to market them in the developed world. A significant number of these firms succeeded in challenging the incumbent multinationals and became multinationals in their own right. Some have even become number one in their industries – BYD Battery, Johnson Electric, Embraer, Wipro. They are no longer challengers – they are the new incumbents. And many of these companies (like Tata) are purchasing the traditional incumbents (like Corus Steel and Jaguar) for their brands, talent and access to markets.
At the same time, a billion people are leaping from poverty to being early stage consumers. These next billion consumers are no longer looking for the calories to survive the day – they are buying mobile phones, two wheeled vehicles and consumer products. They are improving their housing and using the banking system. They are improving their lives and their life expectancies. They are creating new demand.
In this course, students will explore why this happened, the change in global dynamics, the countries that are spawning these companies, the companies themselves and what they are doing differently to change the economic equations. This new two-way street (“Globality”) is the megatrend that managers will be riding and fighting for the next 10 to 20 years in the business world. Knowledge of how the global economy will continue to evolve and how to ride the resulting tsunami will bring competitive advantage to the companies and management teams that understand and embrace the changes.